Zenik

Industry

Engineering

Delivery certainty for capital projects

We do not compete on design. We operate the data and decision layer that governs project cost, schedule, procurement and quality, to deliver on time and on budget.

30 to 45%

average cost and schedule overrun on capital projects

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The challenge

The problem is not designing better, it is delivering on time and on budget

Cost and schedule overrun is massive and chronic. The value is not in the design but in the data layer that forecasts and prevents it: earned value models flag risk weeks before it lands in the spend.

45%

cost and schedule overrun on the most exposed capital projects

6 weeks

of early warning on cost risk with earned value analytics

68%

of overrun originates in design, yet it is forecast in the data layer where we operate

Services

Four axes, from the capital decision to the site

Four axes specific to engineering. The method underneath them is the same across all five industries. We do not compete on design: we operate the data layer that governs cost and schedule.

01Strategy and capital decisions

Responsible area · Corporate Finance, Investments and Projects

How much capital are we risking without knowing it?

The real range of outcomes for every project, quantified before the investment is approved.

This is where you decide which project goes ahead and with what scope. The value tree compares the portfolio, Value Improving Practices capture the savings early, and simulation takes a range of outcomes into approval instead of a single number.

  • Integrated project control with a declared cutoff dateField progress and booked cost in one view, each with its own cutoff date.
  • Value Improving Practices (VIP) managementYou capture value early, while changing things is still cheap.
  • Financial risk modeling with Monte CarloYou take a range of outcomes into approval, not one number.
02Project intelligence and quality

Responsible area · Project Controls and PMO

What is the real state of the project today?

One single portfolio view, with rework caught before it becomes cost.

A single view of the real project and portfolio status, with construction quality under control before rework becomes cost.

  • Executive project and portfolio health dashboardsYou get the board dashboard, with every red opened down to the activity.
  • Field non conformance managementEvery non conformance carries a number, an owner and a due date that flags.
  • Predictive rework analyticsYour non conformance history flags which front is about to redo work.
  • Value tree and capital portfolio comparisonYou rank projects by the value each one actually leaves.
03Predictive cost and schedule analytics

Responsible area · Cost and Schedule Management

Where will the final cost land?

Deviation caught weeks before it shows up in the spend.

The highest return axis. Earned value forecasting anticipates where final cost will land and flags deviation early.

  • Final cost forecasting with earned valueYou see the closing number weeks ahead, with its error range stated.
  • Early cost (CPI, Cost Performance Index) and schedule (SPI, Schedule Performance Index) deviation detectionYou see which activity is dragging the schedule index or the cost index.
  • Scenario analysis and simulationYou compare accelerating, waiting or cutting before committing.
  • Automatic rescheduling on your network logic and resource constraintsA scope change rebuilds the sequence and marks which activity moved and why.
04Project supply chain and procurement

Responsible area · Procurement and Contracts

Will a supply delay stop the construction front?

Supplier risk visible in time, without stopping the construction front.

Visibility over supplier risk and order status, so a supply delay does not become a construction delay.

  • Supplier risk, performance and contract complianceYou know which supplier will fail before the next order is signed.
  • Procurement planning optimizationCritical equipment lands when the construction front needs it.
  • Order traceability and controlYou locate any order without chasing three different areas.
  • Automated reading of contracts, change orders and progress claimsAmounts and dates from every change order reach cost control without retyping.
An unmanaged non conformance is not a document problem, it is a cost problem.
That is why we measure it in estimated final cost, not in deliverables.

Let us talk about your project portfolio

A project function diagnostic identifies the highest return opportunity and defines a pilot with indicators agreed from the start.

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